ORGANIZATIONAL STRUCTURE

Organizational Structure

Organizational Structure

Introduction

This paper is based on a case study regarding a company called Wild Wear. This company is engaged in developing skiing equipments and sports wear. After consulting the attachment provided, there are two major problems facing the company even it has got a positive outlook and a huge diversified customer base but the growth of the company has come to be stagnant due to lack of communication within the organization and the lack of hierarcheal command of the staff members. The company, mainly focuses on a family-oriented and rigid approach that have proved to be fatal for Wild Wear Company.

Rationale for the Model of Organizational Structure

Organizational structure encompasses the relationships of authority and communication, both formal and informal, that exist within an organization, as well as the rules, procedures, routines, norms, and other practices that guide and constrain the behavior of organizational participants (Cyert, 2008).

The first approach that Wild Wear's management should imply is to implement a top-down hierarchieal approach to take the so called 500 employees into confidence about the organizational functions; failing which would cost Wild Wear heavily as the employees will not be able to develop their trust and work with the required enthusiasm, if the top-down hierarcheal approach is not implemented.

Rationale for Configuration/archetype Model

Wild Wear also lacks a coherent functional model of communication. Configuration/archetype theory stresses that strategies, structures, and processes should be considered holistically, rather than (as in many structuralcontingency studies) variable-by-variable. Further, configuration/archetype theory acknowledges that multiple possible configurations (organizational forms) can achieve effective performance when faced with the same contingent circumstances (i.e., different forms have functionally equivalent responses) (Pfeffer, 2008).

Competitive advantage largely derives, in other words, from the coherence provided by closely aligned communication strategies, structures, and processes rather than from any one configuration. Importantly, configuration/archetype theory stresses that organizational ...